Managing Up

Welcome back to another edition of Next-Level Skills. Each edition, we explore the human and leadership capabilities that help us navigate work and life more effectively. Skills that move beyond theory and into practical application.

A warm welcome to everyone who has joined our community since the last edition. Whether you've been with us since the beginning or have recently discovered the newsletter or the book, thank you for being part of this journey.

This week, we’re unpacking a game-changing skill for every level of the organisation: Managing Up. Whether we’re reporting to one person or presenting to an executive board, our ability to align with and support those above us is critical, not just for our own success, but for the success of the team and organisation as a whole.

Years ago, I was working on a cross-functional project with a senior leader known for being “hands-off.” Initially, I found it frustrating : no feedback, vague expectations, and minimal check-ins. I kept waiting for clarity.

Eventually, a mentor gave me some advice:

So I did. I began sending concise weekly updates, highlighted key decisions in advance, flagged potential risks early. And to my surprise, that leader became one of my biggest advocates.

That project taught me this:

We often think leadership flows top-down, but some of the most powerful influence happens bottom-up. Managing up is the practice of working with our leaders, not just for them.

Done well, it builds trust, enhances visibility, and improves decision-making across the organisation.

The most important thing in communication is hearing what isn’t said.

— Peter Drucker

Managing up is our way of listening, aligning, and proactively filling those gaps.

Now, let’s look at what managing up actually looks like in practice.

It’s important to clear up a myth — managing up isn’t about saying “yes” to everything or acting as a people-pleaser.

It’s about building a collaborative, mutually beneficial relationship where we anticipate needs, share perspective, and create clarity.

• →It’s not obedience. It’s ownership.
• →It’s not flattery. It’s foresight.
• →It’s not doing more. It’s doing what matters.

Let’s now explore the practical ways we can manage up effectively, regardless of our level or role.

1. Understand Their Priorities and Pressures

Study what matters to our manager, what they’re being measured on, where their stress lies, and what success looks like from their perspective.

Pro Tip: If the manager is under pressure to reduce turnaround times, streamline how we share updates and decisions.

2. Adapt to Their Communication Style

If the manager prefers brief emails, don’t write essays. If they prefer visuals over numbers, adapt accordingly. Influence flows where alignment grows.

Pro Tip: Use bullet points for decision summaries or send a visual snapshot instead of a 10-slide deck.

3. Flag Issues Early — With Solutions

Don’t hide problems until they explode. Bring them up early with 1–2 possible paths forward. Leaders don’t want perfect — they want proactive.

Pro Tip: Communicate like this “We’re at risk of missing X due to Y. Here are two ways to pivot — Option A and Option B.”

4. Clarify Expectations Before They Become Assumptions

When starting a project or task, clarify: What does success look like? What are the non-negotiables?

Pro Tip: Convey “To ensure we’re aligned, here’s how I’m thinking of approaching this — anything you’d add or change?”

5. Speak the Language of Outcomes

Executives deal in results. Translate activity into impact.

Pro Tip: Instead of “We held three workshops,” say, “The workshops led to a 25% reduction in onboarding time.”

6. Bring the Right Problems to the Right People

Be mindful of what issues we escalate and how. If it can be solved at our level, solve it. If not, bring it with context and clarity.

Pro Tip: Avoid “We’ve got a problem.” Instead: “Here’s the challenge, what’s at stake, and how it links to our team’s goals.”

7. Respect Their Time — and Make Ours Count

Be concise. Be prepared. Every interaction is an opportunity to demonstrate our value and awareness.

Pro Tip: Send an agenda ahead of a one-on-one. End meetings with clear next steps and ownership.

Explore the ideas further in the book.

This and other essential skills are covered in Next-Level Skills — the book.

Learn more about the Book →

Try this three-part challenge to practise managing up:

Managing up is about proactivity, empathy, and strategic alignment. It helps us elevate not only our own performance but the performance of those around us. When we learn how to manage across - not just down or up - we become indispensable.

Whatever we vividly imagine, ardently desire, sincerely believe, and enthusiastically act upon must inevitably come to pass.

— John Wooden

Let’s start acting like the leaders we’re growing into.

Until Next Time,

Abhishek
Founder & CEO, LegiQ | Building Intelligent Edge Hardware

• ✓A colleague stepping into leadership.
• ✓A team member navigating change.
• ✓A friend looking to take their next step professionally.

Gift the book to someone ready for their Next Level.

This and other essential skills are covered in Next-Level Skills — the book.

Learn more about the Book →